Challenge.
Strategy.
Execution.
Client names and figures are held in confidence. What we can show you is the real shape of the engagements: what was broken, what we decided, and what we built.
A regional favorite with no reason to travel
Strong repeat sales in one state and flat performance everywhere else. The packaging explained the flavor but never the brand, and the buyer deck led with the founder story instead of the category opportunity.
Repositioned against the incumbent rather than the craft set, and rebuilt the range architecture so the line read as one brand with a clear hero rather than six equal flavors.
New positioning platform, packaging system and front of pack hierarchy, revised price and pack architecture, a category review deck built around velocity, and a distributor targeting plan by region.
The brand went into its next category reviews with a hero product, a defensible price ladder, and a story built for a buyer instead of for the founder.
A launch with everything except a go to market
A finished formula, finished packaging, and no commercial plan. Pricing had been set from cost rather than from the shelf, which left no room for trade spend or distributor margin.
Rebuilt the economics from the shelf price backwards, then set the launch sequence so early distribution proved velocity in a controlled set of doors before any wide expansion.
Margin and pricing architecture, pack and size strategy, sell sheets and trade materials, launch calendar, retailer and distributor target list, and the first ninety day promotional plan.
The brand launched with a price that supports the channel, a controlled door set to prove velocity, and a plan the team could run without us in the room.
Growing distribution, shrinking margin
Doors were increasing every quarter while contribution margin fell. Trade spend, damages and freight were absorbing the gains and nobody owned the number.
Made the unit economics visible by channel and by account, then cut the accounts and promotions that were structurally unprofitable instead of chasing more volume to cover them.
Channel level contribution model, trade spend audit and promotional calendar rebuild, revised distributor terms, a forecasting and demand planning cadence, and an operating review the team runs monthly.
The business traded some top line for a materially healthier margin structure, and leadership got a monthly number they trust enough to make decisions on.
Why there are no logos here.
Most of our work sits under agreements that do not allow us to name the brand, and a growth partner who leaks a client the moment it is useful for marketing is telling you exactly what they will do with yours.
In a conversation we can walk you through the work in far more detail, and where a client has approved it, introduce you directly.
What is the challenge?
Hello, World!